Drucker chapter 7
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The document discusses the roles and responsibilities of CEOs and different types of managers. It states that CEOs have unique work that only they can do as the highest ranking officer responsible for total management. It also lists three key qualities of successful CEOs according to Drucker - being visionary, symbolic of the organization, and influential. The document then describes four types of managers - The Performer, The Dreamer, The Cheerleader, and The Superachiever - detailing their strengths, weaknesses, and most compatible employees.
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Drucker chapter 7
The document discusses the roles and responsibilities of a CEO and qualities that successful CEOs must possess according to management expert Peter Drucker. It states that CEOs have unique work that only they can do as the highest-ranking officer who represents the organization and influences people. Drucker identified three key qualities of successful CEOs: they must have a broad vision, symbolize the company's character, and be able to influence people individually and collectively.
Drucker chapter 7
The document discusses that CEOs have unique work that only they can do as the leaders of an organization. It must provide vision, symbolically represent the company's character, and influence people. Successful CEOs are visionary, represent their company, and can influence others. The document also discusses that knowledge workers should think and act like CEOs by taking responsibility and demonstrating leadership.
Communications Plan
The document provides instructions for developing a communications plan, including creating an affinity chart to organize stakeholders and their relationships, developing contact lists and communication channels for different groups, and creating marketing materials like a project name, logo, and templates for status reports. It also describes developing a communication matrix to map what information will be shared with which groups on what schedule.
Drucker chapter 1
Peter Drucker is considered the "Godfather of Management" for coining terms like "knowledge worker" and "management by objectives". His main belief was that people are an organization's most valuable asset and that there is no business without customers. He defined management as "the act of getting people together to accomplish desired goals" through planning, organizing, staffing, leading, controlling, and motivating. Successful organizations focus on customer satisfaction, loyalty, profitability, market share, and brand recognition.
Chapter 8
This document discusses key concepts and terms related to contracts. It defines offer, acceptance, consideration, capacity, and breach. It outlines the material terms of an offer and discusses unilateral and bilateral contracts. It also describes common types of contracts used in sports facilities, including independent contractor agreements, facility contracts, game contracts, event contracts, licensing agreements, and sponsorship contracts. The key company assigned NCAA souvenir merchandise rights at championships is also mentioned.
Chapter 4
The document discusses public financing of professional sports facilities through various taxation methods. It provides examples of specific stadiums that were financed through certain taxes, such as sales taxes (Denver's Invesco Field), tourism taxes (Seattle's Safeco Field), and sin taxes like cigarette and liquor taxes (Cleveland's Quicken Loans Arena and Jacobs Field). It also examines the economic and psychic benefits that sports facilities and franchises can provide to communities, as well as questions raised by sport economists about opportunity costs and actual economic impacts.
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Sports helped bring a sense of normalcy back to New York and the United States after 9/11 in several ways:
1) Sports venues were used as staging grounds for rescue and recovery efforts at Ground Zero.
2) Major sporting events like baseball games gave people an outlet to take their minds off the tragedy and feel a sense of community.
3) Iconic moments like Derek Jeter's home run helped rally New Yorkers and the country during a difficult time.
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This document discusses sport management and marketing agencies. It provides questions about the history and structure of these agencies. Specifically, it addresses: (1) the first professional athlete compensated for endorsements; (2) the first agency dedicated to representing athletes; and (3) the four categories that agencies fall into. It also examines the skills needed in the industry and important milestones like the founding of the first dedicated sport marketing agency, IMG.
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Drucker chapter 7
The document discusses the roles and responsibilities of a CEO and qualities that successful CEOs must possess according to management expert Peter Drucker. It states that CEOs have unique work that only they can do as the highest-ranking officer who represents the organization and influences people. Drucker identified three key qualities of successful CEOs: they must have a broad vision, symbolize the company's character, and be able to influence people individually and collectively.
Drucker chapter 7
The document discusses that CEOs have unique work that only they can do as the leaders of an organization. It must provide vision, symbolically represent the company's character, and influence people. Successful CEOs are visionary, represent their company, and can influence others. The document also discusses that knowledge workers should think and act like CEOs by taking responsibility and demonstrating leadership.
Communications Plan
The document provides instructions for developing a communications plan, including creating an affinity chart to organize stakeholders and their relationships, developing contact lists and communication channels for different groups, and creating marketing materials like a project name, logo, and templates for status reports. It also describes developing a communication matrix to map what information will be shared with which groups on what schedule.
Drucker chapter 1
Peter Drucker is considered the "Godfather of Management" for coining terms like "knowledge worker" and "management by objectives". His main belief was that people are an organization's most valuable asset and that there is no business without customers. He defined management as "the act of getting people together to accomplish desired goals" through planning, organizing, staffing, leading, controlling, and motivating. Successful organizations focus on customer satisfaction, loyalty, profitability, market share, and brand recognition.
Chapter 8
This document discusses key concepts and terms related to contracts. It defines offer, acceptance, consideration, capacity, and breach. It outlines the material terms of an offer and discusses unilateral and bilateral contracts. It also describes common types of contracts used in sports facilities, including independent contractor agreements, facility contracts, game contracts, event contracts, licensing agreements, and sponsorship contracts. The key company assigned NCAA souvenir merchandise rights at championships is also mentioned.
Chapter 4
The document discusses public financing of professional sports facilities through various taxation methods. It provides examples of specific stadiums that were financed through certain taxes, such as sales taxes (Denver's Invesco Field), tourism taxes (Seattle's Safeco Field), and sin taxes like cigarette and liquor taxes (Cleveland's Quicken Loans Arena and Jacobs Field). It also examines the economic and psychic benefits that sports facilities and franchises can provide to communities, as well as questions raised by sport economists about opportunity costs and actual economic impacts.
911 & sports
Sports helped bring a sense of normalcy back to New York and the United States after 9/11 in several ways:
1) Sports venues were used as staging grounds for rescue and recovery efforts at Ground Zero.
2) Major sporting events like baseball games gave people an outlet to take their minds off the tragedy and feel a sense of community.
3) Iconic moments like Derek Jeter's home run helped rally New Yorkers and the country during a difficult time.
Chapter 10
This document discusses sport management and marketing agencies. It provides questions about the history and structure of these agencies. Specifically, it addresses: (1) the first professional athlete compensated for endorsements; (2) the first agency dedicated to representing athletes; and (3) the four categories that agencies fall into. It also examines the skills needed in the industry and important milestones like the founding of the first dedicated sport marketing agency, IMG.
The corporation chapter 4
The document discusses several topics:
1) FDR's New Deal aimed to strengthen government control over the economy. A corporation provided tabulation machines to Nazi camps. The Coal Mine Safety Act passed in 1952. New social regulation curbed corporate power and freedom. Lobbying fuels the political system.
2) Consumers hold the most power in the economy through pricing and financial success. However, consumers infrequently exert their power due to consumerism.
3) Consumerism is fostered by corporations to create desire for material goods over necessities. It has shifted values away from community and spirituality toward competition and materialism.
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The document discusses various topics related to leisure goal setting including:
1) Defining ultimate, long-term, and short-term goals
2) The concept of life patterning and identifying major leisure roles
3) The ABC rating system for prioritizing goals from highest to lowest priority
4) Transition time activities and making the most of short blocks of leisure time
5) The "Swiss cheese approach" of accomplishing large goals through many small tasks
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The document discusses key concepts from management expert Peter Drucker including:
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2) Knowledge workers must have autonomy, opportunities for mastery, and a sense of purpose.
3) Intrinsic motivation is more effective than incentives for knowledge work requiring creativity.
4) Companies should focus on hiring and retaining self-directed employees motivated by autonomy, mastery, and purpose rather than incentives.
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The document discusses various revenue streams and financing options for sport and entertainment facilities. It addresses questions related to key revenue sources like tickets, concessions, parking, merchandise licensing, and sponsorships. Major revenue generators include luxury suites, club seats, and naming rights deals. The first professional sports facility to sell naming rights was Rich Stadium (Buffalo Bills) in 1973. Broadcast rights also provide significant income through large television contracts.
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This document discusses sport management and marketing agencies. It provides questions about the history and structure of these agencies. Specifically, it addresses: (1) the first professional athlete compensated for endorsements; (2) the first agency dedicated to representing athletes; and (3) the four categories that agencies fall into. It also examines the skills needed in the industry and important milestones like the founding of the first dedicated sport marketing agency, IMG.
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This document discusses key concepts in event management. It defines sport event management and stakeholders. An event triangle and festival frame are described as tools for event managers to identify stakeholder needs and plan the spectator experience. The four phases of event planning are outlined as strategic, conceptual, operational, and contingency planning. Staffing is identified as one of the most difficult aspects of producing an event. Pre-event briefings are discussed as important for focusing event staff.
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The document defines key terms related to stress such as stress, stressors, distress, and eustress. It explains Selye's definition of stress as a nonspecifically induced state manifested by specific physiological changes. The document also describes the general adaptation syndrome (GAS) as having three stages: the alarm stage of initial reaction to stressors, the resistance stage of building tolerance, and the exhaustion stage of vulnerability to stressors due to overtaxed systems.
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This document contains discussion questions from Chapter 10 on negligence and premises liability. It defines key concepts like premises liability, the four elements of negligence (duty, breach, causation, damages), and defenses against negligence claims such as assumption of risk. It also discusses the responsibilities and liabilities of facilities, events, and other entities in negligence suits.
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The document discusses Peter Drucker's views on management and the changes in business and management models over time. It describes the "Silent Revolution" where 5 fronts changed business: information flow, geographic reach, demographic assumptions, customer control, and organizational boundaries. This revolution shifted businesses to focus on human and knowledge assets. A key part of this change was the rise of knowledge workers, who are professionals using their knowledge and skills rather than manual labor, and require different management approaches that empower them.
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The document discusses techniques for improving creativity such as brainstorming, mind mapping, TRIZ, and rapid prototyping. It also contrasts divergent and convergent thinking, left and right brain activity, and explains barriers to creativity like fear of mistakes or believing "I'm not creative." The relationship between creativity, innovation and entrepreneurship is defined with creativity generating new ideas, innovation applying ideas, and entrepreneurship combining both.
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The document discusses different types of managers and CEOs. It describes four types of managers: the performer, the dreamer, the cheerleader, and the super achiever. Each type has different strengths and weaknesses in how they motivate employees. The document also summarizes Drucker's view that each knowledge worker should think and behave like a CEO, and that successful CEOs must have three key qualities - being visionary, symbolic, and influential.
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Based on the information provided:
- Kashif has little job-related skills, so his competence is low. However, he was anxious to join the team for a long time, so his commitment is high.
- His development level would be D1/R1, as he has low competence but high commitment to the specific task.
- Shahid is a senior member of the team who works well independently and knows what to do at the right time. So his competence is high.
- As he works well independently, his commitment to specific tasks is assumed to be high.
- Therefore, Shahid's development level would be D4/R4, as he has high competence and commitment to the
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2) Consumers hold the most power in the economy through pricing and financial success. However, consumers infrequently exert their power due to consumerism.
3) Consumerism is fostered by corporations to create desire for material goods over necessities. It has shifted values away from community and spirituality toward competition and materialism.
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1) Defining ultimate, long-term, and short-term goals
2) The concept of life patterning and identifying major leisure roles
3) The ABC rating system for prioritizing goals from highest to lowest priority
4) Transition time activities and making the most of short blocks of leisure time
5) The "Swiss cheese approach" of accomplishing large goals through many small tasks
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1) Management is about human beings and making their strengths effective and weaknesses irrelevant.
2) Knowledge workers must have autonomy, opportunities for mastery, and a sense of purpose.
3) Intrinsic motivation is more effective than incentives for knowledge work requiring creativity.
4) Companies should focus on hiring and retaining self-directed employees motivated by autonomy, mastery, and purpose rather than incentives.
Chapter 1
The document discusses key concepts in marketing including customer satisfaction, brand loyalty, marketing, innovation, and economic systems. It defines marketing as activities that seek to accomplish organizational objectives by anticipating customer needs and directing a flow of goods and services from producer to customer. Marketing has three main purposes - to build awareness, adoption, and loyalty. Customer satisfaction is defined as the extent to which a firm fulfills a customer's needs, desires, and expectations.
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The document discusses various revenue streams and financing options for sport and entertainment facilities. It addresses questions related to key revenue sources like tickets, concessions, parking, merchandise licensing, and sponsorships. Major revenue generators include luxury suites, club seats, and naming rights deals. The first professional sports facility to sell naming rights was Rich Stadium (Buffalo Bills) in 1973. Broadcast rights also provide significant income through large television contracts.
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This document summarizes different forms of business ownership - sole proprietorships, partnerships, and corporations. Sole proprietorships are owned and managed by one individual, who has unlimited liability. Partnerships involve two or more co-owners who share assets, liabilities, and profits based on a partnership agreement. Corporations are separate legal entities from their owners, with stockholders having limited liability. The summary outlines key advantages and disadvantages of each structure.
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This document discusses sport management and marketing agencies. It provides questions about the history and structure of these agencies. Specifically, it addresses: (1) the first professional athlete compensated for endorsements; (2) the first agency dedicated to representing athletes; and (3) the four categories that agencies fall into. It also examines the skills needed in the industry and important milestones like the founding of the first dedicated sport marketing agency, IMG.
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This document discusses key concepts in event management. It defines sport event management and stakeholders. An event triangle and festival frame are described as tools for event managers to identify stakeholder needs and plan the spectator experience. The four phases of event planning are outlined as strategic, conceptual, operational, and contingency planning. Staffing is identified as one of the most difficult aspects of producing an event. Pre-event briefings are discussed as important for focusing event staff.
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The document discusses Peter Drucker's views on management and the changes in business and management models over time. It describes the "Silent Revolution" where 5 fronts changed business: information flow, geographic reach, demographic assumptions, customer control, and organizational boundaries. This revolution shifted businesses to focus on human and knowledge assets. A key part of this change was the rise of knowledge workers, who are professionals using their knowledge and skills rather than manual labor, and require different management approaches that empower them.
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Based on the information provided:
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- As he works well independently, his commitment to specific tasks is assumed to be high.
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The document discusses consumerism in America and the power of consumers. It notes that corporations hold the most power in the economy, but consumers ultimately determine pricing and financial success through their purchasing decisions. However, consumers infrequently exert their power due to fostering of materialism and desire for goods/services. Studies show rising levels of materialism among adolescents and college students pursuing degrees primarily to make money rather than help others.
The corporation chapter 5
This document discusses various marketing concepts and strategies used to target consumers, especially children. It explains that the goal of marketing is to build brand awareness, adoption, and loyalty in order to persuade customers to purchase products. Marketers closely study demographics and psychographics to identify target markets. The document also examines how corporations extensively market directly to children, exploiting their vulnerabilities, and how parents influence children's purchasing behaviors. It suggests companies seek to commodify all aspects of people's lives in order to maximize lifetime customer value.
Food inc
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
Chapter 10
This document summarizes key concepts around pricing strategies. It discusses the three forces of pricing: price conveys image, competition influences pricing, and focus on providing value. It also outlines three objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it describes three basic strategies for setting a new product's price: market penetration pricing, skimming pricing, and sliding down the demand curve.
Chapter 11
Crowd management involves implementing strategies and procedures to ensure a safe and enjoyable environment for event guests. This includes managing guest movement, assisting in emergencies, and addressing specific concerns. Prudent managers must be able to foresee and anticipate crowd-related incidents. The SEC fines schools if fans rush the court after basketball and football games. In Bearman v. University of Notre Dame, the court found the university responsible for protecting invitees from negligent third-party acts, like an intoxicated spectator injuring another, because alcohol was served making such incidents foreseeable.
Chapter 13
The document discusses different types of business capital and financing options for small businesses. It defines equity capital as financing obtained through the sale of stock, while debt capital involves borrowing money that must be repaid. Sources of equity capital mentioned include individual angel investors, corporate venture capital firms, and venture capital companies. Federal loan programs aimed at small businesses that are outlined include those from the Economic Development Administration (EDA), Department of Housing and Urban Development (HUD), US Department of Agriculture (USDA), Small Business Innovation Research (SBIR) program, and Small Business Technology Transfer (STTR) program. The document also defines three types of capital that entrepreneurs need - fixed capital for permanent assets, working capital for short-term operations,
The corporation chapter 3
The document discusses chapter 3 discussion questions about externalities, a lawsuit against General Motors, jury awards in the lawsuit, the "science of exploitation" applied to Nike, the 1911 Triangle Shirtwaist Factory disaster, US labor laws passed in 1938, the percentage of sweatshops in NYC, and the level of compliance with US labor laws. It also defines objective and subjective decision making, ethics, morality, rationalization, the golden rule, utilitarianism, ethical decisions corporations need to make, offshoring, layoffs, animal testing, and indirectly marketing adult products to minors.
Chapter 9
This document contains information about risk management, facility management, and event security. It discusses the DIM process for developing a risk management plan, which involves three steps: developing, implementing, and managing the plan. It also outlines the three steps for developing a risk management plan: identifying risks, classifying risks, and selecting treatments for the risks. The document provides information on controlling access within facilities and managing the risks of injury and loss.
Chapter 10
This document discusses pricing strategies and objectives. It outlines 3 forces of pricing: price conveys image, competition & pricing, and focus on value. It also discusses 3 objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it explains 3 basic strategies for establishing a new product's price based on whether the product is revolutionary, evolutionary, or me-too.
Chapter 11
The document discusses various topics related to crowd management at sporting events including:
- Ohio State University's policy of allowing students to celebrate on the field after victories despite attempts to keep them off.
- The SEC's 2004 policy fining schools if fans storm the court/field after basketball and football games, with fines increasing for repeat offenses.
- The definition of crowd management as an organizational strategy to provide a safe and enjoyable environment for guests through implementing facility/event policies and procedures.
- Festival seating, where seating is up next to barricades in front of stages, which can create problems if crowds rush forward.
- Factors like crowd movement, emergencies, and addressing guest concerns that
Chapter 15
This document discusses aging, health, and complementary and alternative medicine (CAM). It defines terms like chronological age, physiological age, and life expectancy. It states that lifestyle behaviors have a greater impact on health and longevity than genes. The document also discusses three categories of CAM therapies - natural products, mind-body medicine, and manipulative and body-based methods. Finally, it notes that almost $50 billion is spent out-of-pocket each year on CAM treatments in the United States.
Chapter 12
The document contains discussion questions about immunity, sleep disorders, stress, personality types, and time management. Some key points include:
- Immunity involves the body's defense against invaders through lymphocytes and antibodies.
- The main sleep disorder groups are problems falling/staying asleep, excessive sleepiness, irregular sleep schedules, and sleep behaviors like sleepwalking.
- College students average 6.5 hours of sleep per night, with only 8% getting 8+ hours and 30% reporting chronic sleep difficulties.
- Stress is the body's response to any new or threatening situation, and too much negative stress can impair health through distress. The General Adaptation Syndrome describes the three stages of alarm, resistance, and exhaustion in
Chapter 9
This document discusses risk management concepts and the 1972 Munich Olympics terrorist attack. It provides discussion questions about slip-and-fall accidents, stadium incidents, and the definition and goals of risk management. It then summarizes the 1972 Munich Olympics terrorist attack where Black September members took Israeli athletes hostage, resulting in all the athletes' deaths. The document asks how the terrorist attack was mishandled from an event management and security standpoint. It discusses the duties of a sports facility manager to keep premises safe and inspect for hazards. The primary goal of a risk manager is to reduce risks of injury or loss while managing a sports facility.
Chapter 14
The document discusses factors to consider when choosing a location for a new business, focusing on the beer industry. It recommends starting with region, then state, city, and specific site. Key factors include customer base, population trends, business climate, costs, and for breweries, beer culture and regulations. States like California, Washington and Colorado are good options due to their many craft breweries and beer-friendly environments. Narrowing options based on these comprehensive criteria helps find a suitable location for business success.
The corporation chapter 2
This document discusses several examples of cause-marketing campaigns undertaken by for-profit businesses. It describes campaigns by Nike to support the Lance Armstrong Foundation through Livestrong bracelet sales, Yoplait's campaign to support Susan G. Komen for the Cure by donating proceeds from pink yogurt lids, and Product Red's partnership with companies like Apple and Starbucks to support the Global Fund's efforts against AIDS, tuberculosis, and malaria. It also discusses Boston Beer Company's Brewing the American Dream initiative that provides microloans and coaching to small food and beverage businesses, and The One Fund Boston established to help victims of the Boston Marathon bombings.
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Event Link:- https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-mule-event-processing-models/
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- 1. “ CEO’S HAVE WORK OF THEIR OWN. IT IS WORK ONLY CEO’S CAN DO, BUT ALSO WORK WHICH CEO’S MUST DO. EACH KNOWLEDGE WORKER MUST THINK & BEHAVE LIKE A CHIEF EXECUTIVE OFFICER.”
- 2. CHIEF EXECUTIVE OFFICER TYPICALLY THE HIGHEST-RANKING CORPORATE OFFICER (EXECUTIVE) IN CHARGE OF TOTAL MANAGEMENT OF A CORPORATION/COMPANY/ORGANIZATION/AGENCY, REPORTING TO THE BOARD OF DIRECTORS. WHAT QUALITIES MUST SUCCESSFUL CEO’S POSSESS?
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- 4. ARE YOU AND YOUR BOSS/MANAGER COMPATIBLE? THERE ARE 4 CATEGORIES OF MANAGERS. WHICH ONE WORKS BEST FOR YOU?
- 6. BOSS TYPE: THE PERFORMER -AN EXTROVERT WHO THRIVES UNDER PRESSURE. -VERY COMFORTABLE TAKING CENTER STAGE, WHETHER IT BE IN THE BOARD ROOM, AT A CLIENT DINNER OR AROUND THE WATER COOLER. PROS: -KEEPS THE OFFICE ATMOSPHERE FUN & LIVELY -VERY GOOD AT READING OTHERS & MAKING THEM FEEL AT EASE CONS: -MAY TRY TO “JUMP IN” AND HELP YOU DURING A PRESENTATION OR MEETING -PREFERS TO LEAVE THE DETAILS TO SOMEONE ELSE MOST COMPATIBLE EMPLOYEES: -DETAIL ORIENTED PLANNERS
- 8. BOSS TYPE: THE DREAMER -WHETHER IT BE FINDING WAYS TO GENERATE BIGGER PROFITS OR NEW PRODUCT LINES THIS PERSON IS GREAT AT COMING UP WITH NEW, CREATIVE IDEAS PROS: -ALWAYS WILLING TO PUSH THE ENVELOPE & INNOVATE -INSPIRES OTHERS WITH THEIR ENTHUSIASM CONS: -DOES NOT ALWAYS CONSIDER THE LOGISTICS NEEDED TO TURN BIG IDEAS INTO REALITY -IS READY TO MOVE ON TO ANOTHER PROJECT BEFORE THE LAST ONE IS COMPLETE MOST COMPATIBLE EMPLOYEES: REALISTS WITH VISION
- 10. BOSS TYPE: THE CHEERLEADER -THINKS EVERYTHING THAT HIS/HER EMPLOYEES DO IS WONDERFUL, OR AT LEAST THAT IS WHAT HE/SHE TELLS THEM PROS: -HELPS BOOST CONFIDENCE ABOUT SKILLS & POTENTIAL -DOES NOT WALLOW IN DIFFICULTIES OR OBSTACLES & KEEPS MORALE HIGH CONS: -HIDES MORE CRITICAL FEEDBACK THAT COULD HELP YOU LEARN YOUR JOB BETTER -DOES NOT PREDICT POTENTIAL DIFFICULTIES & PLAN FOR THEM MOST COMPATIBLE EMPLOYEES: -INDEPENDENT WORKERS WHO DON’T REQUIRE A LOT OF HAND-HOLDING OR SPECIFIC DIRECTION TO DO THEIR JOB WELL
- 12. BOSS TYPE: THE SUPER ACHIEVER -ANOTHER SPREADSHEET. MORE MEETINGS. TIGHTER DEADLINES. -THEY’RE HAPPY TO HUSTLE & KEEP THE BUSINESS COMING IN PROS: -HELPS INCREASE EVERYONE’S EARNINGS BY ATTRACTING CUSTOMERS -IS CONFIDENT THAT ANYTHING IS POSSIBLE CONS: -CAN LACK REALISTIC EXPECTATIONS ABOUT DEADLINES & DELIVERABLES -HAS A HARD TIME SETTING BOUNDARIES WITH CLIENTS MOST COMPATIBLE EMPLOYEES: -GOOD COMMUNICATORS WHO AREN’T AFRAID TO PUSH BACK, ESPECIALLY WHEN THEY THINK TAKING ON ADDITIONAL WORK MIGHT PUT OTHER PROJECTS IN JEOPARDY